I’ll bet you never thought that setting
POSITVE intentions or defining
POSITIVE values for your company or team could throw your employees/members off track. Well, the research proves that this can definitely be the case – if your team views your behavior as being inconsistent with those key intentions or values, or if your actions make you appear to be hypocritical.
Maybe it’s not “rocket science” per se; but I’ll admit to having a little “
A-HA! Moment” as I read about the research conducted by Sandra Cha (McGill University) and Amy Edmonson (HBS). Their research was published in 2006
Leadership Quarterly: "
When Values Backfire: Leadership, Attribution, and Disenchantment in a Values-Driven Organization." Yes, I know it’s been a few years; but I think it’s still valid.
What led me to this research today was an HBS
Working Knowledge article
Corporate Values and Employee Cynicism with a Q&A with the authors. Perhaps the article grabbed my attention given that I recently facilitated the
Bring Your Future into Laser Focus! Team Visioning teleseminar designed to help teams set their key intentions and SMART goals for the year. And, now I’m hoping folks won’t get in their own way!
There’s a good chance that people who either participated in the session or who have
downloaded the audio are on the right track given that we discussed the value in ensuring that your
key intentions are:
•
Aligned with your overall purpose and needs you’ve identified from your target market
•
Valuable to provide the most impact in the most efficient ways
•
Innovative, based on something new you’d like to offer or a new group you’d like to serve
One of the disconnects raised by Cha and Edmonson occurs when there is
tension between stated intentions (or values) and the
interpretation of those intentions (or values) by team members. For example: perhaps everyone on the team has reached agreement on the
what [“
We intend to provide a high level of customer service to all of our clients/customers regardless of the level at which they use our services/products.”]. Yet, maybe the team has yet to agree on the
how – what it will mean to execute on and fulfill that intention. So, setting and agreeing to key intentions is only a first step; there also has to be
dialogue between leaders and their teams, and decisions made on how key intentions will be fulfilled.
Another topic we discussed in the
Team Visioning session was how to set
SMART Goals that flow out of your key intentions. Another pitfall from the research to look out for is when
goals (or values) seem to conflict with one another. Here, team leaders may need to give members some flexibility in how certain tasks are accomplished; or perhaps re-visit the “
R” from SMART or the realistic nature of the task.
In the
session, we also talked about the importance for
leaders to be transparent with members about goals that may be considered
stretch goals – targets that are outside the normal realm of how things are done. It’s great to help and encourage people to exceed targets. We also want to level-set expectations so everyone is on the same page about what’s being expected of them. No one likes to be set up to fail.
As a leader, one of your key intentions for 2010 might be to create the right environment for your members to succeed – and exceed their goals.
One of my key intentions is to share compelling ideas and strategies to help you and your team to achieve sustainable results in 2010 and beyond.
I’d love if you would
share your 2010 key intentions with me – either comment here or tweet me
@Coach_Colette.